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SJSU AVIA 179 - Management Theories

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MANAGEMENT THEORIES, ROLES, MOTIVATIONS, AND COMMUNICATION What is an airport manager? A Leader of People What is a theory? A general body of assumptions and principles used to describe a particular set of facts or some observed phenomenon.Classical Approach What are the three primary classical theories Administrative Management Theory Scientific Management Theory Bureaucracy Theory Fayol’s 14 principles Centralization Scalar ChainScientific Management Frederick Taylor Lillian Glibreth  Henry Gantt Managers, not workers, should determine how work is to be doneScientific Management Frederick W. Taylor The One Best Way Standardize fair day’s work Optimum weight of shovel = 22 lbs Substituting research science rules for rules of thumb Scientifically select, train, teach anddevelop employees Provide detailed instructions and super-vision of each worker Piece-meal payScientific ManagementFirst Lady of ManagementScientific Management Worked with Taylor at Midvale Steel Later developed Gantt Chart Show relationship of task to time for project Used to great extent on airport construction projects Advocated Minimumm Wage with bonusBureaucracy Theory Division of Labor with highly skilled employees in each position Consistent organization rules and procedures Hierarchy of authority/chain of command Impersonality of interpersonal relationships as SOP Employment/Advancement based on competence (wow what an idea) Means for design/manage large organization – not what we have come to associate Bureaucracy (red tape)Maximilian Carl Emil WeberCoined the term “Protestant ethic”which became “work ethic”Behavioral Approach Hawthorne Studies 1930’s Shift of management theory away from pure mechanistic and economic views of worker motivation and recognition that social relationships could be greater motivator. Work groups influence individual worker output Supervisors attention has significant influence on productivity (JM) Effort begun to have a “happy” worker Later partly refuted – being productive more likely to lead to satisfaction then vice-versaManagement Science Approach Focus on mathematical models Arthur D. Little one of the first Dupont developed CPM (1950’s) Critical Path Method Most time-consuming set of activities start to finish US Navy developed PERT (following year) Program Evaluation and Review Used in engineering, construction, office workflow, and emergency response evaluationCritical Path MethodProgram Evaluation & Review Technique (PERT)ET: Estimated time, LT: Latest timeIntegrative System Approach Lets integrate the Classical Approach, Behavioral Approach & Management Science Approach and we have System Approach Socio-technical systems design approach Contingency management approachSystems ApproachSystems Approach An airport is a system of interrelated parts that cannot be dealt with separately Impossible to make a change in one area without potential for creating problem in other areas  System will generally these four basic characteristics Operate within an environment Composed of subsystems Have a central purpose Components are interrelated Airports are an “open system” Constantly interact with environment and communitySystems Approach Social-Technical Systems (STS) Developed by Eric Trist Deals with integration of technology & employees within an organization An approach to complex organizational work design that recognizes the interaction between people and technology in workplaces. Realized that machines in mining changed social groups of miners which decreased productivityEric Trist 1909-1993http://www.moderntimesworkplace.com/archives/ericbio/ericbiobody/ericbiobody.htmlSystem Approach Contingency Management Approach “You seen one airport, you seen one airport”(Wizwell) No single best way, “it depends” Chester Barnard – subordinates assess the legitimacy of a manager’s directives anddecide whether or not to comply based ontheir acceptance of authority.  Usually done without conscious thoughtChester Barnard 1886-1961Managerial Roles Roles are characteristics and expected social behaviors of an individual in a particular job Professor Henry Mintzberg identified several managerial roles in three categories Interpersonal Figurehead, leader, liaison Informational Monitor, disseminator, spokesperson Decisional Roles Entrepreneur, disturbance-handler, resource-allocator, negotiatorRole Conflict Intra-role conflict – different expectations from people (expect manager to have democratic approach vs. directive approach) Inter-role conflict – make choices between conflicting demands Interpersonal role conflict – two people compete for the same roleLeadership Principles What is the difference between a manager and a leader? Leadership – the ability to use skills and strategy to influence behavior, thinking or attitudes Manager – influences others by formal position and authority Who can tell me the faulty 6 leadership trait initially attributed to good leaders Attractiveness Cooperativeness Popularity Interpersonal Skills Social Participation TactLeadership Principles Who can now tell me the six approaches our text describes as having some merit Leadership by Assumption Leader Style Approach Leader Behavior Approach Managerial Grid Approach Contingency and Situational Approach Present Leadership ThoughtLeadership PrinciplesLeadership by Assumptions Douglas McGregor (1960) Theory X, Theory Y You make an assumption that leads to management style X Your management style is dictated by the expectations of othersLeadership PrinciplesTheory X managers Avg. employee dislikes work and will avoid it Most employees must be coerced and closely supervised Most employees have little ambition and are mostly interested in job security Most employees avoid responsibilitiesTheory Y managers Physical and mental effort in work is as neutral as play or rest. Most people prefer to exercise self-direction and self-control. People learn, when encouraged, to accept and seek responsibilities. People are interested in displaying imagination, ingenuity and creativity to solve organizational problemsLeadership Principles W.E.


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SJSU AVIA 179 - Management Theories

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